The Relationships of Tqm, Six Sigma, and Jit Essay

3204 Words Nov 29th, 2008 13 Pages
1. Introduction
More and more companies have implemented quality management in their operations. According to isixsigma.com, many international organizations have implemented total quality management (TQM) such as Toyota Motor, Motorola, Ford Motor, and Philip semiconductor. TQM which is a strategy aimed at embedding awareness of quality in all organizational process (wikipedia) began in the 1950’s and it has become widely known in 1980’s. Also, Six Sigma was originated from Motorola in 1986. Its purpose is to “identify and remove the causes of defects and errors in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the
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JIT or lean production is an important topic for manufacturers. This philosophy with ability to do more with less can be applied to a wide range of production and service environments. Companies that employ it effectively can decrease their inventories, increase overall efficiencies and decrease waste, which saves lots of money. Nevertheless, this method often comes at the cost of slower completion times to fill orders.

Six Sigma
According to Answers.com, Six Sigma, developed by Motorola, is a set of practices originally to systematically improve processes by eliminating defects which are nonconformity of a product or service to its specifications. The term "Six Sigma" refers to the control of a process to the point of ± Six Sigma (standard deviations) from a centerline. In the other hand, it reduces quality problems to less than 3.4 defects per million items (99.9997%) or better. It uses experts - green and black belts. In fact, Six Sigma was inspired by preceding quality improvement methodologies such as quality control, TQM, and Zero defects. There are some key points in Six Sigma as follows: continuous efforts to reduce variation in process outputs is key to business success; manufacturing and business processes can be measured, analyzed, improved and controlled; and succeeding at achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level

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